Formal and Systematic Approach to Recruitment - Essay Example

Recruitment Contents Contents 2 Recruitment 3 A) Introduction 3 I) Definition 3 Literature review 4 Formalrecruitment: 4 Job advert 5 Job description 6 Person specification 6 Job specification 7 Interview checklist 7 Induction program 8 Analysis: 9 Conclusion: 9 References 10 Recruitment A) Introduction I) Definition Recruitment is a process that touches on the acquisition, development and workers rewarding system. Systematic procedure comprises of four states namely: assessing whether the vacancy needs in filling, production of job descriptions, job analysis and personal specifications. Recruitment forms a crucial part of the control of activities in human resource management. Literature review According to Torrington, a person needs to consider relevant aspects and requirements of the job. Consideration is then given to the possibility of the internal filling. When the organization considers external filling of the vacancy, then the methods to be used are employed. The methods by which candidates are picked, how they should apply, and the selection techniques to be adopted are considered. In prescriptive literature, formal recruitment methods include press advertisement, job centers and other relevant agencies (Nankervis & Compton 2009). Job advertisements attract full rein of a person’s creativity. This attracts many people in the field. Formal recruitment: Formal recruitment requires planning and strategy (Harris 2003). As a result, it takes time. A single event of recruitment is likely to have effect in small businesses than in big corporations. According to Atkinson, small firms have a hard time getting the caliber of the staff they need. Formal recruitment needs professional conduct if it is to achieve the intended results (Vaiman 2008). There are arguments that the long process of formal recruitment and selection does not necessarily lead to excellent results. However, the process of formal selection is predictable and easy to manage. Word of mouth advertisement is limited to the sphere of the employees. Formal selection reflects the ability of the structure on an organization. Not much organization can facilitate formal selection and recruitment in a sustainable way (Harris 2003). The leadership of an organization is seen through its ability to vet and get the most qualified workers. Formal selection and recruitment is both merits and demerits (Roberts 1997). Formal recruitment and selection tends to give an equal chance to a group of talented and willing workers Job advert JOB ADVERTISEMENT IT specialist Orange Solutions are a technological company. It is located in many countries around the world. The multinational company has earned a reputation is offering quality technological solutions and has the latest infrastructure in internetworking and wireless technologies. The company has a vacancy in the following position and wishes to invite aspiring applicants to fill it. POST DETAILS POST TITLE INFORMATION TECHNOLOGY SPECIALIST ORGANIZATION ORANGE SOLUTIONS LIMITED LOCATION LONDON IMMEDIATE SUPERVISOR FINANCE MANAGER Duties & Responsibilities Service To revamp the morale and profitability of the workforce in the IT department To recruit IT professionals for the new oversees branches. Strategic Planning and Alignment To come up with competitive IT policies for the next five years Other duties To maintain the systems of the company To conduct interviews and maintain professionalism in the human resources Educational Qualifications 1. Bachelor’s degree in computer science 2. Addition professional courses are added advantage i.e. Cisco and MSCE certificate 3. A degree in software engineering and programming. 5. Excellent report writing and communication skills 6. Fluency in English Job description A job description lists the standards and qualification that must be met. A job description is a documentation used for all-purpose responsibilities and errands of a position. It might comprise of position information and qualifications akin to education and skills desirable in the post. Most job descriptions contain a salary range. A job description must be fully complied with job a job application to be successful. Therefore, it is considered as a part and parcel of formal recruitment and selection process. Applying for a job means the potential recruit has fully agreed with the instructions in the job descriptions (Dale 2003). A job description contains roles and responsibility, to be expected at the place of work. Person specification A personal occupation requirement is printed by; the business or firm. In addition, it outlines the sort of personality the firm desires. It contains general intelligence, interests, educational background, previous experiences, personality and physical requirements. A personal specification shows preferences and the extent of being presentable (Cooper 2003). A job specification is significant in harmonizing the correct individual to the post. It explains the advantageous individual attributes to the occupation required (Harris 2003). Job specification The key to effective formal recruitment is to have the right advertisement strategy and the right job specification (Vaiman 2008). Formal recruitment not only attracts the right people for the job but used a strong software and technology to handle them in the system (Nankervis & Compton 2009). Human resource department is moving close to technological milestones of recruitment software and applicant tracking to change their initial attraction and selection possible (Dale 2003). This system allows the unsuccessful applicant to be kept in the database for future consideration. However, employees who join an organization formally suffer loneliness in that existing employees do not feel responsible to them (Gatewood & Feild 2010). In case of referrals, the employees feel duty bound to prove their choice was beneficial to the company. Therefore, a personal specification is also used to check the metal readiness for a potential recruit in case of formal and systematic approach to recruitment. Interview checklist An interview checklist contains the steps needed in an interview process. It starts from preparation to the follow up of an interview. The checklist gives an idea on the outfits needed during the interview. This is followed by the advice on how to analyze the job posting. This should be accompanied by a brief research on the company and advice on a self rehearsal of an interview. It contains details on how to apply interview technique and etiquette. The checklist reminds an interviewee to make prior arrangements on directions and transportation. It suggests that sending a thank-you note after the interview is part of a successful interview approach. An interview checklist should present a rough an idea of the personality the interviewee (Roberts 1997). An interview checklist reveals the questions expected in an interview (Gatewood & Feild 2010). The quality of an interview checklist is reflected in the personnel that pass through it. Therefore, for formal and systematic approach to recruitment to be successful, the interview checklist has to be quality and standard. It should be job specific and well thought out. Interview The interviewee should keep time in the day of interview. Questions should be answered in a precise manner. The interviewee should have some background information about the company. Confidence and articulation of points should reveal a strong desire to win the position. The temperament may be tested by the panel. The interviewee should ask or comment if given the chance to give a closing comment. The interviewee should demonstrate courage and purpose in the entire process. Induction program In formal and systematic approach to recruitment, an induction program refers to the process used within a business to welcome new employees. An induction program has these steps. An introduction to the place of work. This is followed by a confirmation of the terms of service. Generic training is stipulated in the induction program. This includes training on occupational health and general safety. The induction program acquaints the employee with the unwritten rules and organizational culture. It also contains the policies and procedures of the organization. An induction program provides an introduction to the working environment and the employee set up within the organization (Cooper 2003). The program covers the rights, terms and conditions of both employees and the employer. Prior to the induction, program, legal and compliance requirements are covered to meet the health and safety needs of the new employees. Therefore, induction program is part of the organization’s knowledge management process. It helps in preparing them for the new role. It includes training, exposure to both theoretical and practical skills and interaction among the new employees (Gatewood & Feild 2010 Analysis: Formal and systematic approach is preferred in public and state offices. This is due to their perceived fairness especially in multiethnic and multicultural atmospheres (Gatewood & Feild 2010). The process of formal recruitment is subject to public scrutiny and is open to all. However, formal and systematic recruitment and selection leads to higher employees’ turnover rates (Dale 2003). The high costs make informal recruitment unpopular with employers. Informal recruitment exposes an organization to a wide variety of talents. Conclusion: In conclusion, formal and systematic approach to recruitment is a structured method of getting new employees. It is a transparent process that gives equal chance to qualified applicants. It entails supportive documents and interviews in the process of selection. This method is different from informal recruitment process that requires word of mouth. Formal approach to recruitment is helpful when looking to massive new employees of while expanding to new territories. The process is low and expensive compared to informal methods, but it reveals the level of organizational coordination and efficiency. It also helps a business appreciate the worth of new employees and give them maximum support to optimize their potential. References Armstrong, M. 2010. Armstrongs Essential Human Resource Management Practice: A Guide to People Management 1st ed. Kogan Page Publishers. Cooper, D. 2003 Recruitment and Selection: A Framework for Success 3rd ed. Cengage Learning EMEA. Dale, M. 2003, A Managers Guide to Recruitment & Selection 2nd ed. Kogan Page Publishers. Gatewood, R. D., & Feild, H. S. 2010, Human Resource Selection,7th ed. Cengage Learning. Harris, H. 2003, Research Methods in Human Resource Management 1st ed. CIPD Publishing. Nankervis, A., & Compton, R. 2009, Effective Recruitment and Selection Practices 5th ed. CCH Australia Limited. Roberts, G. G. 1997, Recruitment and Selection: A Competency Approach,1st ed. CIPD Publishing. Taylor, S. 2005. People Resourcing 3/E, 3rd ed. CIPD Publishing. Vaiman, V. 2008 Smart Talent Management: Building Knowledge Assets for Competitive Advantage 1st ed. Edward Elgar Publishing. Read More